Observing the changing geopolitics in the Middle East, along with South Africa’s condolence message to the Iranian government from Dirco, I recall last month’s televised conversation between President Cyril Ramaphosa and US President Donald Trump at the White House. What could have been an opportunity to bolster South Africa’s global position instead revealed a troubling lack: no clear national narrative, no bold proposal, and no coherent explanation of South Africa’s path or its importance to the world.

Read: Trump’s surprise for Ramaphosa leaves SA stunned

In my role advising companies preparing for corporate activities or market entry, we strive to craft narratives that distill complexity into clarity, showcasing a company’s value proposition in ways that attract investment and inspire confidence. A compelling equity story is essential for significant investment decisions. Without it, interest fades, financing dwindles, and opportunities are lost.

In that moment, we followed protocol but lacked intent.

This is vital. In the global market, narrative serves as currency. It influences risk assessment, investment attraction, and the realization of agreements. Presently, South Africa suffers from a narrative deficit. We lack a convincing argument for our significance, our direction, and why international entities should invest in us.

Reflect on the early 1990s. South Africa was the narrative—the miracle nation. Mandela’s release sparked international interest and prompted a new, favorable evaluation. Investors, diplomats, media outlets, and multinationals eagerly sought to engage with our journey of reconciliation, democracy, and economic renewal. We had a visionary Investor Relations presentation without even trying.

Today? Investors pose the question: “What is this country’s direction?” Sadly, the silence is often overwhelming.

This isn’t due to a lack of resources. We have mineral riches, a developed industrial base, a sophisticated financial system, deep capital markets, a youthful demographic, global entrepreneurs, and top-tier companies.

Yet, without a cohesive, purposeful narrative, these assets remain mere ingredients scattered upon a kitchen counter.

Let’s be clear: the world owes us nothing. Capital flows freely, and attention is ephemeral. While South Africa waits for recognition, other nations are crafting impactful stories—and reaping rewards. Rwanda has shifted from its association with the dreadful genocide of the mid-90s to being recognized as a global fintech hub. Kenya positions itself as the Silicon Savannah. Egypt draws investment through megaprojects and reforms. Even our neighbors—Namibia, Botswana, and beyond, like Ghana—are creating compelling investment narratives focused on green hydrogen, governance, and growth.

And South Africa? We look inward, mired in internal disputes, caught in energy crises, and paralyzed by policy inefficiencies. Our rare communications to the world tend to be defensive, reactive, or disjointed. Our national narrative has devolved into a collection of disclaimers.

To me, this signifies a failure of leadership more than a failure of communication. Storytelling is strategic, and any nation genuinely pursuing growth must embrace three essential components:

Instead, we demonstrate institutional inertia—a presidency with noble intentions but lacking energy, a bureaucracy too slow to act, ministers who contradict each other, and a private sector waiting for signals that never come. When we do find ourselves in the limelight—be it at the White House, Davos, or Brics summits—we appear empty-handed, uttering platitudes and hoping that someone still believes in the Mandela aura.

However, the aura has faded. It’s time we restored our credibility.

The fact is, if South Africa were a corporation, investors would demand a new CEO or at the very least, a revised strategy. Our shareholder letter would be filled with risk alerts, our future outlook would be deemed “uncertain,” and our share price—representing our currency, reputation, and growth metrics—would be lagging compared to the index.

Yet, this can change. We have done it before. What we need is an audacious refresh of our national narrative—one that is investment-grade, capable of captivating a global audience, and truly reflective of the potential we often discuss.

Investors are not naive. They don’t expect perfection. They look for direction, momentum, and assurance that the country acknowledges its challenges while making genuine strides toward improvement.

Currently, we have nothing to offer. No thesis, no turnaround, no case for potential growth.

Restoring South Africa’s allure for global investors and partners begins with a credible, focused narrative—one that accurately represents our challenges and the depth of our potential. This requires strategic coherence, assertive leadership, and consistent messaging that communicates direction and intent. Without such a narrative, we risk remaining unnoticed in a world that swiftly navigates toward opportunity and away from uncertainty.

Bryan Silke is an associate partner at Hudson Sandler.

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